Evidence map›Paper›PMID 40764543›Full record

ArticleBMC nursing2025

Transformational leadership, psychological empowerment, work engagement and intensive care nurses' job performance: a cross-sectional study using structural equation modeling.

Qian Huang, Lina Wang, Haitao Huang, Haishan Tang, Jie Liu, Chaoran Chen

Abstract read
PubMed Full text at PMC Publisher
In one paragraph

Article in BMC nursing, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 14 papers.

0numbers the graph read from it
0cells of the map it votes in
14citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

14 citing papers in PubMed.

  1. Observational
  2. Article
  3. Article
  4. Article
  5. Article
  6. Article
  7. Article
  8. Article
  9. Article
  10. Article
  11. Article
  12. Article
  13. Article
  14. Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

6 authors.

Qian HuangCentral Sterile Supply Department, Huaihe Hospital, Henan University, Kaifeng, China.
Lina WangDepartment of Gynecology, Huaihe Hospital, Henan University, Kaifeng, China.
Haitao HuangWest China School of Nursing, Sichuan University, Chengdu, China.
Haishan TangInstitute of Nursing and Health, School of Nursing and Health, Henan University, Jinming Avenue, Kaifeng, Henan, 475004, China.
Jie LiuNursing Department of Huaihe Hospital, Henan University, Kaifeng, Henan, 475004, China. 603838964@qq.com.
Chaoran ChenInstitute of Nursing and Health, School of Nursing and Health, Henan University, Jinming Avenue, Kaifeng, Henan, 475004, China. kfccr@126.com.

Funding

Henan Provincial Medical Science and Technology Tackling Project RKX202402028Soft Science Project of the Henan Provincial Department of Science and Technology 242400410523
6 · The paper itself

Abstract

backgroundThe global nursing shortage has intensified the need for effective leadership strategies to enhance nurse performance and retain skilled staff, particularly in high-stress environments like intensive care units Transformational leadership has been recognized as a critical factor in improving nurses'job performance. However, the mechanisms underlying this relationship remain underexplored. This study investigates the direct impact of transformational leadership on ICU nurses'job performance and examines the mediating roles of psychological empowerment and work engagement.

methodsA cross-sectional study was conducted. Between October to November 2024, a total of 584 intensive care nurses from China completed the survey, which included standard assessments on transformational leadership, psychological empowerment, work engagement, and job performance. Structural equation modeling was employed to analyze the direct and indirect effects of transformational leadership on job performance, with psychological empowerment and work engagement as mediators.

resultsThe results indicated significant positive correlations among transformational leadership, psychological empowerment, work engagement, and job performance (all P < 0.01). Transformational leadership not only directly affected the job performance of intensive care nurses but also influenced it through the partial mediating roles of psychological empowerment and work engagement, with the mediating effects accounting for 24.64% and 21.74% of the total effect, respectively. Additionally, the analysis found that psychological empowerment and work engagement, played a chain mediating role in the relationship between transformational leadership and the job performance, with the mediating effect accounting for 15.94% of the total effect.

conclusionsThis study highlights the association between transformational leadership and ICU nurses' job performance, both directly and indirectly through psychological empowerment and work engagement. The findings suggest that transformational leadership is related to key psychological and behavioral factors that may support better job performance. Fostering transformational leadership behaviors may serve as a valuable approach for nursing managers to enhance psychological empowerment and engagement among ICU nurses, with potential benefits for patient care outcomes. CLINICAL TRIAL NUMBER: Not applicable.

Indexed as

Job performanceNursesPsychological empowermentTransformational leadershipWork engagement

Identifiers

PMID40764543
PMCPMC12323184

What OpenQuestion holds

Textmetadata
LicenceCC BY-NC-ND
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.